Implementation Plan: Part 3
For the final assignment of this course, you will continue your work with the company you used in Unit IV and Unit VI. For the Unit VIII Project, you will complete the final components of your implementation plan.
For Part 3, you will focus on the following points:
- internal and external issues,
- future outlook for the organization, and
- implementation of tools for measuring business success.
Much of the information you will need to complete this segment can be found in the case study in the textbook. However, you are welcome to conduct further research as needed. For the future of the organization, you may be creative and add your own insight on where you see the company going.
Your project must be a minimum of three full pages in length, not counting the title and reference pages. Make certain to include an introductory paragraph.
Dunkin Donuts is an American multinational donut company, as well as a quick-service restaurant. The company was acquired in 1990 by Baskin-Robbins through Allied Domecq. Baskin earned Mister Donut chain, and the conversation to Dunkin Donuts enabled the growth of the Dunkin brand in America. In 2019, the Baskin-Robbins and Dunkin Donuts rebranded to a beverage-led company and are now known as Dunkin (Poole, 2017). Dunkin Donuts has close to 12,000 locations that are operational in36 countries. It offers the most significant baked and coffee products globally â€” the products of various cold and hot beverages, as well as donuts and other baked products.
Dunkin’s mission, vision, and organizational culture suggests the company focuses on achieving their goals like becoming the top brand. As such, Dunkin dwells on the marketing segmentation and target approaches in the beverage and foodservice sector. For over 60 years, Dunkin has branded itself among Americans as well as achieving loyal clients globally due to the improved consumer services and irresistible products (Dunkin Donuts Case Study: Refocusing the Quick Serve Model Onto Coffee, 2008). Besides, by looking at the growth and expansion trends, it is evident the mission, vision, and structure are effective. Their vision, mission, and architecture that suggest serving responsibilities and their priorities, provide them with a roadmap as well as sustainability strategies to the future of their company.
Besides, Dunkin’s mission, vision, and structure have essential elements that reflect their ambitions. The company is based on a supportive and collaborative environment that encourages feedbacks and accessibility to leadership by employees. Also, Dunkin focuses on improving the reach of their brand, but engaging franchisees and the team members effectively, as well as consumers (Poole, 2017). Dunkin’s administration believes that with the diverse experiences and backgrounds, they are capable of driving their brand more effectively due to the enormous value of the teams. The mission, vision, and structure support the commitment of Dunkin to enhance the diversity of supplier base, franchisee, and employee by creating an inclusive environment for sustainability.
Currently, Dunkin’s short term goals are value offers. The company is launching Dunkin Deals, which are set of offers that are availed to its operational restaurants every year. For instance, their deal in one of the years was Medium Iced or Hot Latte for $2 (Dunkin Donuts Case Study: Refocusing the Quick Serve Model Onto Coffee, 2008). The offer was from 2 pm to 6 pm. Such long-term goals by Dunkin offered each year, increases consumer retention.
On the other hand, their long-term goal is the introduction of new products. Dunkin Donuts uses innovative efforts to introduce new beverages and baked products. Remaining unique and creative in the market is essential. New brands of coffee, donuts, and sandwiches are added periodically with new tastes and flavors.
Nonetheless, the primary way to improve the mission, vision, and Dunkin’s structure would be adopting a challenging culture. It is an environment that requires, encourages, and rewards participation at the organizational level. For instance, Dunkin must continue to seek answers towards stiff competition from companies such as Starbucks (Poole, 2017). In this way, the competitive aspects derived can be applied to modify the existing mission, vision, and structure. The challenging culture is based on looking for ways to improve the overall organizational aspects. Instead of relying on the established and effective structure, mission, and vision, a challenge culture ensures the need for constant improvement. With this culture, employees are encouraged to question the administration on areas they perceive as failures towards achieving company goals.
Dunkin Donuts Case Study: Refocusing the Quick Serve Model Onto Coffee. (2008). Place of publication not identified: MarketLine, a Progressive Digital Media business.
Poole, S. (2017). Recent Acquisition: 1978 Dunkin’Donuts Certificate.Â Financial History, (121), 7.